Professional Documents
Culture Documents
Managing Change
- M. Ferguson
Class agenda
Trust
Skill Development
Learning Organization
Prerequisites for Change
Stay Actively Involved by walking the walk and being visible about it.
Direct, Review Implementation of change - continued participation -
never done attitude. Be in position to notice and coach.
Roles: The Change Players
Head Heart
Behavioral
Hands
What do I do differently?
Change management
Effective Change
Equals
1. Coming to
Grips with Breaking the Dealing with Changing
the Problem
Conventional Reactions to Behavior and
Mind-set and Loss and Developing
2. Working
Generating a Creating the Competency
through the Picture of the Will to and Capability
Change
Future Succeed
3. Attaining and
Sustaining
Improvement
Part
PartIII:
III: Leading
LeadingOthers
Others
through
throughChange
Change
2. Determine obstacles/arenas:
a. Head
b. Heart
c. Hands
d. All of the above
Questions Stage
Do they see a need for change?
One:
How uncomfortable are they with the status quo? Coming to grips with the
Do they have any sense of urgency about changing? problem.
Stage One:
Gather data to convince Increase dissatisfaction Form team to gather
you/others that old way with old ways. data.
Coming to no longer works.
Grips with Increase confidence that Have management talk
the Problem
Confront myths, change is achievable. about data & need for
assumptions, & beliefs change.
that prevent seeing Outline costs of old way
problem & changing. & benefits of new way. Assess individual
readiness to change.
Identify specific
behaviors to change.
The technology of leading sustainable change
Arenas of Mind-set Motivation Behavior
Change
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management
Create a vision of the Hold reality check Develop a new profile
Stage Two: future & articulate the meetings to work of leadership success.
new mind-set. through the threats, Evaluate the top levels
Working
through the Help people understand losses, and resistance. of management in
Change both the big picture & Work through the stores.
the details. leaders emotion/ Involve employees in
Communicate the resistance first. building change plans.
purpose & benefits Use individual gain/loss Reward successes;
broadly. analysis as as tool. expect & learn from
Help people make the Discuss how to manage mistakes.
link between solving stress. Be supportive of Drive individual
todays issues & the new one another. behavior change.
plan.
The technology of leading sustainable change
Arenas of Mind-set Motivation Behavior
Change
Stages (Thinking/ (Emotional/ (Capability)
of Change Understanding) Intuitive Dynamics)
Management
Continually update Celebrate & reward Make sure systems &
Stage Three: vision of desired future successes. rewards reinforce
& teamwork. Deal with people who desired behaviors.
Attaining &
Sustaining
Create forum for will not change. Train incoming people
Improvement feedback & continuous Establish two-way in the new behaviors.
learning. communication. Coach, give feedback,
Continue to articulate Involve people for buy- & reinforce new
whys & benefits. in. behavior.
Continue to support Deal with people who
each other in managing cannot change.
stress & change.
Addressing mind-set
Working with Mind-Set
Learn it thoroughly yourself.
Build relationships.
Explain the purpose of change. Help them understand & teach concept.
Articulate the benefits.
Link daily activities to their higher purpose & benefits.
Repetition: Provide frequent & consistent communication about
change & whats needed.
Paint a picture of the successful future using best practices.
Addressing behaviors
Working with Behaviors
Success
X
Start